Toward an industry standard for LPS maturity using a company-grounded framework

Lean Construction maturity frameworks have been widely used to assess the implementation of Lean and the Last Planner® System (LPS); however, most approaches emphasize diagnostic evaluation of practices rather than the development of enterprise production strategy. This paper addresses this limitation by proposing an initial, practitioner-grounded outline of a company-level LPS maturity framework. The study adopts an inductive, empirically grounded approach based on the Boldt Production System (BPS) as a reference case. First, existing Lean Construction and LPS maturity frameworks are comparatively analysed to identify their primary purposes, structures, and measurement focus. Second, key omissions are identified from a company-level perspective, particularly the limited integration of estimating, production system design, execution control, and organizational learning. Third, insights from this analysis and the BPS case are synthesized into a structured set of maturity dimensions that conceptualize LPS maturity as an integrated organizational capability. The contribution is a conceptual starting point for reframing maturity beyond implementation quality toward enterprise production strategy, providing a foundation for future validation and refinement.